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941.
在复杂动态的环境下,合作社能否维持自身竞争优势在很大程度上取决于其所嵌入的关系网络质量及应对环境的动态能力。基于动态能力理论,以粤省286家合作社为研究样本,探究关系嵌入、动态能力与合作社竞争优势之间的关系。结果发现:亲缘和业缘关系嵌入都能显著提升合作社竞争优势,但相较于亲缘关系嵌入,业缘关系嵌入的提升效应更强;不同动态能力在关系嵌入与竞争优势间发挥异质性的中介作用。具体而言,亲缘关系嵌入通过提升整合能力和创新能力进而增强合作社竞争优势,而业缘关系嵌入则通过提高获取能力和学习能力来增进竞争优势;动态能力在亲缘关系嵌入与竞争优势间、业缘关系嵌入与竞争优势间的中介效应均受到环境动态性的负向调节,中介效应在环境动态性水平低时更为显著。因此,合作社应在外部环境较稳定时积极培育内外部关系网络,依据关系嵌入情境相机构建动态能力,获得持续竞争优势,实现高质量发展。  相似文献   
942.
文章以我国2010年至2019年主板上市的企业数据为研究样本,探讨承销市场的匹配选择及稳定匹配对IPO市场的影响。研究结果表明,承销商与发行企业的合作是承销商的声誉和政治关联关系以及企业的市场竞争力、盈利能力和股权结构等特征偏好互相筛选下的结果;承销商与发行企业越匹配,越能缓解IPO市场的高抑价问题。信息透明度之于承销商和发行企业匹配度对IPO市场抑价的抑制影响起了调节作用,即解决信息披露质量问题对于促进市场稳定运行至关重要。上述结果验证了承销商与发行企业相互选择的内在机理及稳定匹配的市场价值,为双方精准对接符合自身偏好的合作方提供了可供操作的方法,进而为完善IPO市场健康高效的发展政策提供借鉴。  相似文献   
943.
In [H.W. Gómez, H.S. Salinas and H. Bolfarine, Generalized skew-normal models: Properties and inference, Statistics 40(6) (2006), pp. 495–505] introduces a new family of asymmetric distributions that depends on two parameters called, α and β, such as for the particular case β = 0 obtained skew-normal distribution. In this note we give a corrected version for the expression that is used in calculating the moments of such distribution.  相似文献   
944.
股权激励能够使得公司与高管的共同利益最大化,并且解决由于信息不对称所产生的委托代理问题。高管不可观测的工作控制着公司股票价格。由于高管的真实财富受到市场通胀不确定性的影响,本文研究了通胀环境下,以风险厌恶和工作努力效率为特质的高管,在银行无风险资产账户、市场投资组合和公司股票间寻求最优配置以达到个人终端真实财富预期效用最大化。首先利用伊藤公式得到了高管的真实财富过程;其次利用动态规划原理构建了满足最优工作努力策略和股权激励问题的哈密尔顿-雅可比-贝尔曼(HJB)方程,并找到了解析解;最后对结果进行了数值模拟,并从经济学的角度分析了通胀风险对高管的股权激励和工作努力策略的影响。本文研究表明:由于通胀不确定性影响着高管财富的实际价值,当高管财富效用服从对数函数时,公司股票占高管个人财富的最优比例不受通胀风险影响,但是高管在市场投资组合的投资比例随通胀波动率的增加而下降,进而影响到高管对市场投资组合账户和银行无风险资产账户的投资比例。高管的财富效用服从幂函数时,对于长期契约,股权激励代表的长远共同利益引导着高管看好公司的发展前景,激励着高管付出更高水平的努力,此时通胀带来的货币贬值风险对高管的的影响较小;而对于短期契约,长远共同利益的缺乏和通胀风险的变大诱导着高管的短视行为,高管将减持公司股票并且减少努力。本文所得结论对公司的股权激励理论做了有益的补充。  相似文献   
945.
本文对民航收入管理存量控制研究中具有里程碑意义的EMSR(Expected Marginal Seat Revenue)模型进行了评述,分析其存在的缺陷,提出将销售过程中获取的最新销售信息与需求的历史先验分布相结合,运用二维正态分布下的贝叶斯模型对需求分布进行更新,并将综合考虑新的需求预测、No-Show和取消订票等因素得到的新的需求限制与座位总数C相比较,给出更为通用的、市场反应更为灵敏的民航收入管理动态存量控制模型。  相似文献   
946.
I consider pricing and ordering decisions faced by a retailer selling a perishable product with a two‐period shelf life over an infinite horizon. In the first period, the product is “new”; in the next, it becomes “old.” The new product is perceived by customers to have a higher quality than the old product. Every period, the retailer makes three decisions: prices for the new and old products and how much new product to order. I first show, with some simple cases, that demand uncertainty can make the sale of the old product profitable. I then consider a more realistic case with dynamic demand substitution among customers. I recognize that the retailer's decisions may be constant or may vary across different periods, under different contexts. For instance, varying the price of the new product can sometimes be difficult due to the negative impact it generates among customers. I find that (i) the benefit obtained from selling the old product with constant decisions is much higher than the benefit from allowing all the decisions to vary; (ii) the former benefit increases with a higher procurement cost, a higher quality of the new product, and higher demand volatility; however, the latter benefit is non‐monotone in these parameters; (iii) most of the latter benefit can be obtained by just changing the order quantity; and (iv) as the inventory of the old product increases, when all the decisions vary, the optimal price of the new product may increase or decrease.  相似文献   
947.
Despite the spread of cost‐driven outsourcing practices, academic research cautions that suppliers' cost advantage may weaken manufacturers' bargaining positions in negotiating outsourcing agreements, thereby hurting their profitability. In this study, we attempt to further understand the strategic impact of low‐cost outsourcing on manufacturers' profitability by investigating the contractual form of outsourcing agreements and the industry structure of the upstream supply market. We consider a two‐tier supply chain system, consisting of two competing manufacturers, who have the option to produce in‐house or to outsource to an upstream supplier with lower cost. To reach an outsourcing agreement, each manufacturer engages in bilateral negotiation with her supplier, who may be an exclusive supplier or a common supplier serving both manufacturers. Our analysis shows that wholesale‐price contracts always mitigate the competition between manufacturers regardless of whether they compete with price or quantity. In contrast, two‐part tariffs intensify the competition when the manufacturers compete with quantity, but soften it when they compete with price. As a result, when outsourcing with two‐part tariffs, the manufacturers may earn lower profits than they would from in‐house production, although the suppliers are more cost efficient. This suggests that managers have to be wary about the downside of using coordinating contracts such as two‐part tariffs when pursuing low‐cost outsourcing strategies. Our analysis also sheds some light on the profitability of using an exclusive supplier for outsourcing. When outsourcing with wholesale‐price contracts, the competing manufacturers are better off outsourcing to an exclusive supplier. However, when outsourcing with two‐part tariffs, the manufacturers may earn higher profits by outsourcing to a common supplier than to an exclusive one when the manufacturers' bargaining power is sufficiently strong (weak) under quantity (price) competition.  相似文献   
948.
传统EVT方法是从静态的角度,研究超额数据的性质。然而,它没有同时考虑极端数据发生的时间所隐含的充分信息。本文首次在国内提出了非奇次空间动态极值理论(ITD-EVT)的概念,克服了EVT的上述缺陷,在极端数据的基础上考虑了时间因素,并引入多个解释变量,使极值分布的是三个参数为时变的,用二维泊松分布过程建立动态空间模型,是文中一大特色。把TD-EVT运用于极端情况下风险值的估计中,对金融风险管理、资产定价等问题有较大的理论和现实意义。  相似文献   
949.
航空客运平行航班动态定价模型   总被引:2,自引:0,他引:2  
航空公司在同一航线上,提供多个不同时刻起飞的航班,我们称这样的航班为平行航班。本文应用随机控制理论建立了两个平行航班动态定价连续时间数学模型,证明了最优策略的性质,得到了最优动态定价综合策略,并给出了最优控制的时间阈值点。数值实验结果表明,这种时间阈值点的综合控制策略不仅易于实施,而且,应用该优化模型得到的总收入比两个平行航班独立决策时得到的总收入大。  相似文献   
950.
The globalization of markets and geographic dispersion of production facilities, combined with a heavy outsourcing of supply chain processes, have substantially increased the exposure of supply chains to supply lead‐times of long and uncertain nature. In this paper, we study the potential use of two contingency strategies on top of the conventionally used time buffer—statically planned safety lead‐time (SL)—approach to deal with the lead‐time uncertainty. These are (1) the ex‐ante planning for disruption safety stock (DSS) to be released when a “disruption” (in this case, late delivery of the order) occurs; and (2) the ex‐post dynamic emergency response (DER), which dynamically decides on the timing and size of an emergency order to be placed. Our work elaborates on the optimal parameter setting for these strategies, compares their added values when used to complement the traditional SL approach, and examines how the use of the contingency strategies affects the SL and corresponding cycle length of a periodic review system. Our research finds that: (1) the above contingency strategies reduce the reliance on the SL and are cost effective when the coefficient of variation (CV) of the uncertain lead‐time is high; (2) it is important to re‐optimize the SL to account for the contingency plans; and (3) re‐optimization of the cycle length to account for the presence of the contingency responses, as opposed to using an EOQ‐determined cycle length, does not significantly improve the cost performance. However, such re‐optimization does well in the SL approach when the CV of the uncertain lead‐time is high.  相似文献   
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